Principles Of Sequencing And Scheduling 1st Edition Trietsch, Dan;Baker, Kenneth R - Solutions

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As you recognize the unending ambiguity in general management, are you able to find confidence in your own mental processes and your approach to new questions, rather than needing answers to the questions in order to feel confident in the role? Are you comfortable building a leadership and
Are you able to continuously dig deep within your conscious and subconscious motivations to recognize when they are leading you astray? What devices do you employ to make these self-checks on a regular basis?
What mechanism or trick do you use to make sure you don’t accidently undermine your effectiveness or, worse, do long-term damage to your reputation and career, when you temporarily succumb to your emotions (e.g. you want to lash out at an underperforming member of the team, send a scathing e-mail
Have you ever been in a position where you were given some basic guidance in a new role but mostly had to figure it out on your own? How did you feel, and how did it go?
Do you feel Dino is giving Hugo the right kind of guidance for him to be able to progress?
How do you feel Hugo is doing in his transition to his new role as GM?
Do you think Nancy will ultimately be successful in her role? Why or why not?
Have you ever gone from one position, or company, to another where things were done very differently? How did you adjust?
In Nancy’s position, how would you interpret what Calvin has said, and how he has said it?
Do you think Nancy’s key challenge is in understanding the concept of value, or understanding the need for personal change?
What do you think Nancy should do to make the most out of this relationship?
Nancy appears to be getting increasingly frustrated in her interactions with Dana. Why do you think this is?
Is Vivian rationalizing the compromise to herself to keep her career on track, or do you feel she really believes in management’s request to present a biased analysis? Does it matter which she is doing?
To what degree have you experienced a challenge to your integrity, being asked to put aside your view of the ‘correct’behaviour to follow behaviour proposed by superiors? How did you deal with it?
What would you do in Freddy’s position?
Developing a subconscious ability to be data-driven requires considerable conscious effort (similar to conscious-level learning about how to drive a car, which eventually becomes subconscious-level ability). Are you aware of, and do you continuously challenge, your subconscious to remain
How effectively are you able to separate substantive issues from personal/emotional issues as they pertain to your own workrelated ambitions and feelings? Are you able to remain constructive and learning-oriented in the face of personal anxiety or emotional intensity?
How much time do you typically devote to self-reflection and seeking to understand the extent to which your behaviours are driven by your personal agenda and emotional interests, as opposed to a value orientation on behalf of the organization?
Think of the leaders in your organization. When they need to give others direction, do they do it mostly with opinion and persuasion or data and information? Which approach is more effective?Why?
In your role, how much do you rely on what you ‘think’?
How would you interpret what Peter is saying to Hugo?
Have you ever been in a position like Freddy’s, where it was important to exhibit empathy but also to avoid solving emotional issues or managing people’s personal feelings? How did you handle the situation?
How do you interpret Trish’s advice about applying a ‘scientific’approach and using hypotheses to drive value?
How do you think Freddy should manage his interactions with the key players from the company Prism has acquired?
Do you regularly ‘step back’ from your role and your relationships with others and try to visualize how others see you, and imagine how they might interpret your words, actions and behaviours towards them and others?
Do you consciously build and manage your network, within your organization as well as outside of it, in order to ensure you have access to knowledge, resources and relationships which will prove helpful in ensuring you are able to both continue to learn how to manage for value creation and also
When you experience resistance from others to playing political games, are you nonetheless able to manoeuver and manage relationships to maintain your own effectiveness and, in the eyes of others, continue to manage via fair process?
Have you ever been around a leader who was able to show people respect while at the same rejecting their right to have ‘opinions’? How did they do this?
Have you ever worked for someone who was very good at, or very poor at, minimizing biases and upholding the importance of objectivity? What did this person do to make them good or bad at it?
Have you ever been in a leadership position where you found it difficult to keep people’s opinions or personal agendas separate from the need to solve a problem? What approach did you take?Was it successful?
What do you see as Nancy’s main purpose in sending the e-mail?Is it misguided?
Should Nancy have e-mailed Calvin, talked to him face-to-face, or done something else?
What do you think of the e-mail Nancy sent Calvin? Would you have written something different? Why or why not?
Have you ever been placed in a position of leadership that felt sudden, unexpected or incongruous with your role? What did you do?
What do you think Freddy’s main objective should be in the task he’s been given? Why?
Have you ever been asked to help integrate two organizations?What was your role, and how did you handle it?
It is extremely difficult to withhold judgement of, and maintain respect for, colleagues whose behaviours, styles or viewpoints are different from our own. Do you consciously strive to seek out, and work effectively with, those whose styles and views contrast your own in order to maximize your
How effectively are you able to separate the substantive issues from the personal/political issues in your work relationships? Are you able to remain constructive and learning-oriented in the face of difficult colleagues or unpleasant relationships?
Are you cognizant of the political positioning of those around you and how your own views fit in with theirs?
Who do you think is better at his job, Hugo or Peter? Why?
Have you ever had a counterpart who was very different from you? How did you handle it?
Hugo and Peter are clearly different. How do you think Hugo should manage this new relationship?
Have you ever had a colleague who felt it would benefit you to see things ‘their’ way? How did you manage the situation?
If you were in Nancy’s position, would you accept Dana’s offer to discuss the concept further?
How would you feel in Nancy’s position coming out of this conversation with Dana?
Have you ever had to deal with a strong reaction from a colleague or supervisor who felt you were getting recognized or rewarded for a view with which he or she disagreed?
Freddy reports to Vivian. Should he acquiesce to her opinions or stick to what he believes is right for the company?
Why do you think Vivian is displaying such resistance/resentment toward Freddy? What do you think he should do about it?
Are you leading by example by maintaining visible evidence of consistency between your words and behaviours, of your connection to the overall organization and of your commitment to long-term value creation?
Are you being consistent in your messages and reinforcing consistent, coherent behaviours?
Are you maintaining transparent and effective communication in all directions to ensure an ongoing perception of openness, honesty and fairness?
Have you ever been in a role where you felt like you had to straddle two different perspectives or outlooks? How did you manage this?
Have you ever been promoted to a new role and as a result struggled to know how to ‘be’ with your former peer group? Or have you ever, in general, walked into a room and people changed how they acted around how? How did it make you feel and how did you respond?
How do you think Hugo should handle his new position with regard to his former peer group?
Have you ever had to change your message to people reporting to you in order to reflect a different value orientation or definition?What were some of the challenges involved?
Have you ever had a boss who seemed to change his or her outlook on what it meant for you to contribute in a valuable way? How did you manage this?
How would you demonstrate a commitment to value in words and deeds if meeting KPIs has been the traditional definition of a positive outcome within the organization?
What advice would you give Nancy for managing her interaction with the former peers who are now her direct reports?
How can Freddy improve his understanding of how others, especially those on his team, perceive him?
Have you ever been in a situation in which your own upward advancement was resented by those around you? How did you manage it?
What do you think Freddy should do about the comments his colleagues are making about his rising profile?
Are you comfortable with the difference between having your own expectations for the future of your business and deriving expectations for the business based on what is actually observable?
Are you comfortable with the difference between predicting future outcomes (which is generally impossible) and forming expectations based on underlying probabilities?
Do you actively seek data and evidence to disprove your mostloved assumptions in order to improve the quality and integrity of your decision-making, or do you selectively focus only on the data which supports your assumptions?
Do you consciously ask yourself which of your assumptions are not actually true?
Are you aware of the difference between what you wish were true and what is actually true?
Have you been in a situation where two managers had differing opinions about a particular decision and both were simply insisting on their ‘correctness’ without providing actual data to support their opposing viewpoints? How was the situation resolved?
Have you ever had to argue against a colleague or superior making what you felt was a misguided ‘gut’ decision that lacked data to support it? How did you handle the situation?
Have you ever been in a position where you had to make a decision on an important investment based on what you felt was limited data? What did you do?
Can you think of any examples in which people around you have made investment decisions based only on what they or others predicted?
Even understanding the logic of the coin toss example, does it make you uncomfortable to think about basing decisions on expected value that you can’t ‘see’?
How much would you have said you would pay to play the coin toss game at first? Why?
Are you able to communicate the rationale for value-based decision-making to those around (above, below, alongside) you in your organization?
Do you seek to drive decision-making around the value impact on the organization, taking into account the many different angles from which any given decision can ultimately impact value?
Are you able to continuously, and consciously, remind yourself of the distinction between the indicators used to measure period-by-period business performance and the value of the organization?
Are you comfortable with the definition of value as ‘the concept which, when maximized, ensures the long-term survival of the organization’? Are you aware that this then equates to the more rigourous definition of value for the business as ‘the expected future free cash flows discounted at
Have you ever tried to present the case that a new type of analysis needs to be introduced to your company’s decision-making process? How did you make the case? Were you successful? What were the key success factors in getting others to support your proposal?
Have you ever been asked to make a thorough long-term value assessment on a potential investment decision? How challenging did you find it?
How confident do you feel justifying the reasons behind whether to make an investment or not?
In your company, what are the usual factors used to determine investment decisions? Do they usually yield what you would call positive results?
Have you ever been asked to think beyond your own area of functional expertise? If so, how ‘difficult’ or ‘unpleasant’ did you find it to leave your area of expertise? How did you deal with this?
Have you ever been asked to imagine different scenarios of investment versus return on behalf of the company? What transpired?
Have you ever been challenged to define value? What did you say?
In your experience, when concerns other than ‘the numbers’ are being expressed to support a decision, how does one validate or invalidate these other concerns?
When alternative methods of ‘analysis’ are proposed to address the same question, what would be your suggestion, based upon your experience, for how to select the right alternative?
Have you ever felt a decision was being driven for non-valuebased reasons, but you were unable to confront those proposing the idea? In retrospect, what might have made you more comfortable to speak up?
Are you actively seeking input and creating ‘experiments’ to help you to learn and navigate this new journey into unfamiliar territory?
Are you recognizing the changing perception of you and the changing expectations for your contribution?
Are you consciously seeking to expand your vision and perspective to that of an organization-wide and long-term view?
Consider Example 18.3 again. In that example, all passengers go to the final destination. But, in general, bus schedules should also accommodate passengers who board the bus at station i and depart at station k (k > i). Traditionally, such schedules (e.g., for trains or for connecting flights)
One way to model a multiproject environment is by generalizing the job shop model. Each job is a project, and those projects are considered together because they compete for resources. Beyond that, multiple projects often share activities or feed each other. One way to model such cases is by
Explain why it is impossible to obtain a high project service level without a sufficiently high due date. Alternatively, explain why, if we wish to have the project delivered as early as possible, we may have to accept a low service level. Which release dates tend to be critical in such a case?
Consider Example 18.1 as analyzed by the small stored sample of Table 18.1.Suppose now that the due date can be adjusted and a secondary objective is to minimize it. Find the optimal release dates and due date. What is the total criticality of the solution?
Consider the ACM and the PERT model as in the previous problem, but now assume that the due date is not large enough to avoid constrained release dates.Update the previous algorithm. Will the search be easier or more difficult?
Consider the ACM with a large enough due date to avoid constrained release dates. Suppose we use an algorithm that searches the optimal release dates by starting at the lower bounds r L j and adjusting inputs one-by-one to their optimal criticalities.a. Show that release dates gradually increase
The search procedure used in the chapter to optimize release dates starts with r L j+ step size (where step size is one unit of the desired time unit), tests the criticality, and if the criticality is not yet excessive, increases the release date by increments of 2step size, 4step size, and so on.
Consider Example 17.3, where the initial list was {12, 13, 14, 16, 17, 18, 25, 58, 68, 78} and an optimal list for serial construction is {12, 17, 25, 14, 13, 16, 78, 68, 58, 18}.a. Prove the optimality of the serial list.b. List a series of modified API steps that leads from the initial list to
Revisit the project in the previous exercise. Find the minimum makespan by using a parallel approach and LFT priority.
Consider the project described in the following table. Each of the tasks A–J has a given duration pj , a set of predecessors P( j ), and a resource requirement aj . The total number of resource units available is 10.Activity pj P( j ) aj A 1 — 7 B 4 A 1 C 3 A 4 D 2 A 3 E 2 A 5 F 2 B 8 G 2 C 2 H
Revisit the project in the previous exercise. Find the minimum makespan by comparing three schedules constructed using heuristic procedures.a. Apply the LST priority rule and calculate the makespan.b. Apply the Delta priority rule and calculate the makespan.c. Apply the LFT priority rule and

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Principles Of Sequencing And Scheduling 1st Edition Trietsch, Dan;Baker, Kenneth R - Solutions

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